Browsing by Author "Cunha, Miguel Pina e"
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- African versus portuguese managers’ attitudes toward older workers:an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço, Rui; Leal, Susana; Cunha, Miguel Pina eThe study explores the attitudes toward older workers of African managers, and how these managers make HRM decisions in scenarios involving younger versus older students. We compare African (n= 154) with Portuguese (n= 134) managers. African (n= 63) and Portuguese (n= 138) university students are also included to make cultural, social and institutional explanations more robust. The findings suggest that, although African individuals have more positive attitudes toward older workers than Portuguese do, they make more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Ageism toward older workers in Africa:an empirical studyPublication . Rego, Armenio; Vitoria, Andreia; Ribeiro, Tania; Ribeiro, Leonor; Lourenço, Rui; Leal, Susana; Cunha, Miguel Pina e
- Attitudes and HRM decisions toward older workers in Africa:exploring contradictions through an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina eWe explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Developing and validating an instrument for measuring managers’ attitudes toward older workersPublication . Rego, Arménio; Vitória, Andreia; Cunha, Miguel Pina e; Tupinambá, António; Leal, SusanaThree studies were carried out to develop and validate an instrument for measuring managers’ attitudes toward older workers. In the first study we explore (a) managers’ attitudes toward older workers, and (b) retirees’ perceptions about their last experiences before retirement. In the second study, 51 items emerging from the first study and from the literature were developed. The corresponding questionnaire was then applied to a sample of 224 Portuguese managers who were also invited to make decisions in three scenarios involving younger and older workers. The third study replicated the second one with a sample of 249 Brazilian managers. The main findings are: (a) five types of managers’ attitudes toward older workers were identified (adaptability, value of older workers’ competencies, organizational conscientiousness, social capital/generosity and performance); (b) these attitudes predict how managers select older vs. younger workers in hiring and selecting employees to participate in training; (c) the empirical patterns identified in the Portuguese and Brazilian samples are similar; (d) in spite of recognizing positive qualities in older workers, managers discriminate against them; (e) managers develop different attitudinal profiles toward older workers, which has consequences for how they make decisions about those workers.
- How leader humility helps teams to be humbler, psychologically stronger, and more effective:A moderated mediation modelPublication . Rego, Arménio; Owens, Bradley; Leal, Susana; Melo, Ana I.; Cunha, Miguel Pina e; Gonçalves, Lurdes; Ribeiro, PaulaWe hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the strength (i.e., consensus within the team) of the leader humility, team humility and team PsyCap moderates the paths of that hypothesized model. A sample comprising 82 teams (82 leaders; 332 team members) was collected. Team members reported leader humility, team humility and team PsyCap. Leaders reported team performance. To handle the risks of common method bias, each mediating path of the hypothesized model is based on data from two different subsamples within each team. Our model's most novel theoretical contribution is the (moderated mediated) connection between leader humility, collective humility, and team PsyCap, and this was consistently supported in our data. Our inconsistent findings dealing with the relationship between team PsyCap and performance is well established in the literature and our results in both sub-samples were in the theorized direction. The study contributes to understand why, how and when humble leaders are more effective.
- How the employees' perceptions of corporate social responsibility make them happier and psychologically strongerPublication . Leal, Susana; Rego, Arménio; Cunha, Miguel Pina eCorporate social responsibility (CSR) has been studied primarily at the macro level, with few studies taking into account the individual level. Furthermore, there are calls for more investigation on the antecedents of employees’ psychological capital (PsyCap). This study bolsters both areas. The paper shows how the employees’ perceptions of CSR predict their PsyCap both directly and through the mediating roles of positive affect and the sense of meaningful work. Two hundred and seventy-nine employees participate. The study uses structural equation modeling to test the hypothesized model. The findings suggest that both positive affect and the sense of meaningful work partially mediate the relationship between the perceptions of CSR and PsyCap. The study helps to understand the underlying mechanisms linking CSR with outcomes at the individual level. Studying CSR at the individual level is valuable for both academic and practical reasons.
- How the perceptions of five dimensions of corporate citizenship and their inter-inconsistencies predict affective commitmentPublication . Rego, Arménio; Leal, Susana; Cunha, Miguel Pina e; Faria, Jorge; Pinho, CarlosThrough a convenience sample of 260 employees, the study shows how employees’ perceptions about corporate citizenship (CC) predict their affective commitment. The study was carried out in Portugal, a high in-group and low societal collectivistic culture. Maignan et al.’s (1999, Journal of the Academy of Marketing Science27(4), 455–469) construct, including economic, legal, ethical, and discretionary responsibilities was used. The main findings are: (a) contrary to what has been presumed in the literature, the discretionary dimension includes two factors: CC toward employees and toward community; (b) perceptions of CC explain 35% of unique variance of affective commitment; (c) the best predictors are perceptions of economic and legal CC and, mainly, perceptions of discretionary CC toward employees; (d) the perceptions of discretionary CC toward employees are significantly better predictors of affective commitment than are perceptions of economic, ethical, and discretionary CC toward the community; (e) perceived inconsistency of the several CC dimensions is detrimental to employees’ affective commitment. The study questions the four-dimensional model of the CC construct as operationalized by Maignan et al., suggests that culture should be included as a moderating variable in future research, and stresses that affective commitment may decrease when employees perceive that their organizations act upon the several areas of CC inconsistently.
- I feel psychologically stronger when my organization is socially responsiblePublication . Rego, Arménio; Leal, Susana; Cunha, Miguel Pina eLiterature suggests that psychological capital (PsyCap: self-efficacy, hope, optimism, resilience; Luthans et al., 2007) relates positively with important employee attitudes (e.g., organizational commitment), and multiple measures of performance, and negatively with undesirable attitudes (e.g., turnover intentions) and behaviors (e.g., deviance). However, few studies have considered the antecedents of this construct. Moreover, corporate social responsibility (CSR) has been primarily studied at the macro level, few studies having taken into account the individual level (Aguinis & Glavas, 2012). Adopting an individual level of analysis, this paper shows how the employees’ perceptions of CSR predict their PsyCap both directly and through the mediating role of positive affect and the sense of meaningful work.Two hundred and seventy-nine individuals (45% female; mean age: 37.3 years), working in 21 organizations operating in several sectors participated. The measures are: (a) perceptions of CSR (forty 7-point scales from Rego et al., 2011), (b) sense of meaningful work (four 5-point scalessuggested by Fry et al., 2005), (c) positive affect (three items adapted from Turban et al., 2009), and (d) PsyCap (twenty-four items from Luthans et al., 2007). Confirmatory factor analysis assessed the validity of the scales, and structural equation modeling was carried out to test the hypothesized model. The hypothesized model fits the data satisfactorily (e.g., RMSEA: 0.06), all paths being significant. The findings suggest that both positive affect and the sense of meaningful work partially mediate the relationship between the perceptions of CSR and PsyCap. They also suggest that the employees’ perceived inconsistency about several CSR dimensions may be detrimental to their sense of meaningful work, positive affect and PsyCap.The paper suggests that organizations may promote employees’ PsyCap by investing in CSR practices and ensuring that their employees perceive such practices. The paper contributes to understanding (a) the underlying mechanisms linking CSR with outcomes at individual level and (b) how organizations can harmonize organizational and employees’ interests/aims.
- Líderes com sabedoria prática=liderados mais propensos a “abrir o bico”Publication . Rego, Arménio; Cunha, Miguel Pina e; Leal, SusanaDois estudos sugerem que os líderes dotados de maior sabedoria prática geram dois efeitos nas equipas: (1) os liderados sentem maior segurança psicológica para mostrarem o que realmente são e pensam e, por isso, (2) ficam mais propensos a expressar “voz” – ou seja, a “abrir o bico”. Esta propensão pode ser vantajosa para que o líder tome decisões mais judiciosas e as más práticas sejam evitadas.
- As perceções de responsabilidade social como preditoras do capital psicológico:o papel mediador dos afetos positivos e do sentido de significado no trabalhoPublication . Leal, Susana; Rego, Arménio; Cunha, Miguel Pina eA responsabilidade social das empresas (RSE) tem sido estudada sobretudo ao nível macro, poucos estudos tomando em consideração o nível individual. Ademais, têm surgido solicitações para aprofundar o estudo dos antecedentes do capital psicológico (PsyCap). O presente trabalho responde a essas solicitações. Nele mostra-se como as perceções dos colaboradores quanto à RSE predizem o PsyCap tanto diretamente quanto através do papel mediador dos afetos positivos e do sentido de significado no trabalho. Inquiriu-se uma amostra de 279 indivíduos (45% do género feminino), trabalhando em 21 organizações portuguesas. O modelo é testado através dos modelos de equações estruturais. Os resultados sugerem que tanto os afetos positivos quanto o sentido de significado no trabalho medeiam parcialmente a relação entre as perceções de RSE e o PsyCap. O estudo ajuda a compreender os mecanismos subjacentes às consequências da RSE ao nível individual.